/PRNewswire/ – How important to you is the success of your latest executive hire?
The startling statistic is that the new leader failure rate consistently ranges from 40 to 50%. Half of new senior leaders fail to succeed in their roles. Many who fail do so within their first two years. As outlined in The Leadership Crucible’s white paper on Executive Integration, this costs the firm not only in profitability but also:
“The tragedy is that most organizations adopt a ‘sink or swim’ approach when it comes to onboarding senior leaders,” Says The Leadership Crucible’s Michael Burroughs, author of Before Onboarding: How to Integrate Leaders for Quick and Sustained Results. “On the other hand, the best firms adopt a structured approach to senior leader onboarding that takes the guess work out of integration and accelerates the time to performance in the new role,” says Burroughs.
The outcomes of executive integration are to:
“Our proprietary executive integration process addresses the challenges of senior leader onboarding in order to achieve specific organizational objectives and make the new leader successful over the short and long term,” says Joe Scherrer, President of The Leadership Crucible. “We use seasoned ‘coach integrators’ who partner with the firm and the new leader over a 120 day period to manage the transition and lock-in results. In short, the process works.”
Source: The Leadership Crucible
We’ve all worked for bosses who could have been better — in some cases much better — but inexplicably they remain in charge. Barbara Kellerman has been studying that phenomenon for much of her career. Her latest book, “Leadership from Bad to Worse: What Happens When Bad Festers,” is both a cautionary tale and a call to action.
CEOs are spending more time on making the business case for their environmental and social commitments, and they’re building more rigorous mechanisms for addressing thorny issues and mitigating PR risks. To avoid communications missteps, CEOs should ensure they have the organizational capabilities and tools in place to monitor and analyze emerging issues and to gauge the sentiment of key stakeholders.
The vast majority of business leaders responding to a recent survey said they’re concerned they can’t train employees quickly enough to keep up with AI and tech developments in the next three years. A similar amount said AI and other tech disruptions will require companies to rethink skills, resources and new ways of doing work.
